"Bend the rules", "take risks" and "challenge policies" are not words normally heard from the mouths of civil servants. But their new head, Godwin Grima, is no "yes minister" type of government employee - and he is on a mission to make the service run better. Interview by Herman Grech.

The term civil service conjures up thoughts of inefficiency and bureaucracy and of thousands of workers clocking off early from work to do a part-time job or go to the beach - at the taxpayer's expense.

But sitting in his office on the second floor of Auberge de Castille, the recently appointed head, Godwin Grima, is determined to rid the public service of this stigma and to make it work more efficiently in the shortest time possible.

"Our managers should be risk takers - even if I know such a statement rather shocks the civil service. I want to see calculated risks. Coming from a legal background, I believe that regulations should not stifle you," Dr Grima said.

The 50-year old lawyer only assumed the top job in recent months, taking over from Joe Grima, who retired, but is bent on leaving his mark within a short time, even if he is fully aware of the uphill struggle he faces.

"We have to challenge policies. I don't want people to adopt the 'yes minister' attitude. But once a decision is taken we have to abide by it."

Dr Grima believes the public sector and service, crammed with over 44,000 workers, has the potential to make a change. The problem lies in changing the modus operandi of staff unfamiliar to the concept of flexibility.

"My motto is to treat every morning as the first day. And each day is a new challenge. We need to bend rules and our staff needs to take risks to respond to the needs of today. I know these might sound like the usual wishy-washy statements but I hope I'll manage."

Dr Grima has set the ball rolling to make the necessary changes in the service. He wants to set up a board of directors in line with ministries and wants to have the necessary systems in place to ensure that any staff movements do not disrupt continuity.

Among other initiatives, he has ordered a review of all the top structures, the drawing up of a sexual harassment policy and is examining the sick leave system.

A circular published recently urged managers to complete their performance plans well in advance while a system of performance bonuses is being mapped out to entice workers to meet their targets.

"I want to see initiatives being taken. For example, we shouldn't be reacting to EU policy but we should make EU policy. We need to be pro-active."

He admits, however, that like any other large organisation, the public service does have its fair share of "cowboys".

"We have people who are arrogant and think they are demigods. I fear there are people that want to go their own way and that's unacceptable. I believe in loyalty towards superiors," he said.

Employees needed to be kept on their toes while the government has to remain aware that workers were becoming increasingly reluctant to remain in the same job.

Though Dr Grima is all for the total reduction of workers in the public sector, he disagrees with the Malta Employers Association which last year called for a reduction of 12,000 workers.

"I don't know how the MEA came up with those figures though I would like to see where they will be shed from. What's the solution? To throw people out onto the street? That's certainly not on my agenda."

In reality, the public sector and public service are already seeing reductions in staff complements, which in all declined by more than 4,400 in six years (see table below).

The public service has stopped all recruitment in the lower grades, such as that of messenger, but the government simply could not stop engaging professionals like teachers and doctors, Dr Grima added. Most posts are filled from within as workers are trained to be flexible and mobile in their jobs. Maximum attention is being given to the interview phase to ensure that any new recruits are really worth their salt.

"We need people with energy, with the right backbone and who know what their department really needs in the light of changing circumstances," Dr Grima said.

Flexibility is a key word for Dr Grima who believes that the civil service cannot operate on a one-size-fits-all policy. Since tasks have changed the solution is to employ specific people for specific jobs.

Dr Grima is well aware of the public service's shortcomings. "The front offices are still not up to scratch. It's unacceptable that people are routed from one department to the other. We need accountability and coordination and transparency.

"We are being paid from people's pockets and therefore we owe it to the public. We will adopt a zero tolerance attitude to inefficiency."

Dr Grima admitted that the public service got its daily bout of bad press because it was often not selling its product well. For example, few were aware that as many as 7,000 people call the 153 service daily, an efficient freephone government service.

Dr Grima is still at loggerheads with Parliamentary Secretary Edwin Vassallo who recently said that the government should no longer allow itself to be pushed offside by senior civil servants who effectively nullified its efforts to boost economic activity.

"I have challenged him to give me names but to date he has given me none. Mr Vassallo knows me well and if he can back his arguments, then yes, heads will roll," he pledged.

Dr Grima does not believe the notorious half days issue is an insurmountable problem, even if he admits it is politically sensitive.

"It is an illusion that there is no flexibility in the public sector. Doesn't the passport office work full days? But do you think it's fair for street cleaners to work out in the sun in this temperature?"

It should therefore be up to the line managers to map out the required working hours, he said. The civil service needed to look at its client base and work accordingly.

"We are willing to look at any proposal made by any ministry or department. Yes it is politically sensitive (to change the working hours) but I am convinced that it all boils down to the way you sell it to the unions."

Do ministers give the civil service heads leeway to work or do they try to have a finger in every pie?

"If something is unacceptable then I will make it clear that it is so. A minister has a political programme he has to execute. But administrative decisions have to be taken by the administration," was Dr Grima's quick reply.

Godwin Grima

Born in Birkirkara 1955

Educated at St Aloysius College

Graduated Doctor of Laws 1978

Diploma in principles of modern management 1993

Served for 10 years and three years respectively as board member of RTK and Media Centre.

Served as permanent secretary to Justice and Home Affairs Ministry and Office of the Prime Minister.

Member of the National Family Commission and deputy chairman of the Malta Council for Economic and Social Development.